Helsinki Metropolia University of Applied Sciences Master‟s Degree in Industrial Management Master‟s Thesis
6 May 2011
Instructor: Marjatta Huhta, DSc (Tech), Minna Takala, Lic Sc (Tech)
Marjo Brander
Processing Social Media Posts in Contact
Centers
Preface
Processing social media posts in companies is a new phenomenon, especially in contact center environments. A challenge for this study was to suggest a combination of con-tact center services and social media posts handling. All the interviewed companies handle social media posts manually and mainly outside contact centers. Software pro-posals for social media posts handling in contact centers were at the time of this study, so rear that it was not realistic to find case companies using them. Therefore a data collection on social media post processing in contact center was challenging and useful. My biggest thanks goes to my family; they gave to me a chance to conduct this study. I would like to thank my tutor Minna Takala for guiding me into the world of Social Media with her own example, and also Marjatta Huhta for her contribution by instruct-ing and encouraginstruct-ing me to finish this project on time. My special thanks go to Zinaida for patience and for giving her contribution to this study.
Especially I would like to thank those nine companies, which made this study possible by giving their interviews. Valuable information given by them is an important part of The Thesis. Thank you.
Helsinki, May 6, 2011 Marjo Brander
Author Title
Number of Pages Date
Marjo Brander
Processing of Social Media Post in Contact Centers 75 pages + 7 appendixes
5 May 2010
Degree Master of Engineering (Industrial Management) Degree Programme Degree programme in Industrial Management Instructors Marjatta Huhta, DSc (Tech)/Principal Lecturer Thomas Rohweder, DSc (Econ)/Principal Lecturer
Minna Takala, LicSc (Tech)/Project Manager
This Master‟s Thesis explores different aspects of social media use in companies and pro-poses a model for processing social media posts in contact centers.
A social media can be used as a tool for customer service and a new channel for customer to contact a company. When the number of social media posts increases, the company must address this challenge. For this purpose, the company needs guidelines and devel-oped processes for handling social media posts.
This study was launched due to the new social media engagement products in contact center solutions. These products are new and their practical implementations are still largely absent. The aim of this Thesis is to make a proposal how social media posts can be processed in contact centers.
This study was carried out by collecting data through semi-structured interviews from companies operating in different industries. The data were analyzed, and based on the analyses, a model was suggested. The developed model was then discussed with contact center experts.
The result of this Thesis is a model for processing social media posts in contact centers. This model is formed taking into account the customer, the process and the economic as-pects. The suggested model can be further modified to serve those companies use, which intend to process social media post in their contact centers.
Key words Contact center, social media, posts, model for processing posts
Contents Preface Abstract Table of Contents List of Figures Abbreviations Preface 2 List of Figures 1 Abbreviations 3 1 Introduction 1
1.1 Introduction to Contact Centers 4
1.2 Research Problem and Research Question 6
1.3 Research Method and Outcome 7
1.4 Structure of the Thesis 7
2 Social Media as A Phenomenon 9
2.1 Development of Social Media 9
2.2 Major Players in Social Media Landscape 13
2.3 Users of Social Media 16
3 Contact Center Operations 21
3.1 Contact Center Concepts 21
3.2 Functions of a Contact Center 21
3.3 Social Media Utilization in Contact Centers 24
3.4 Measuring Social Media Activities 28
4 Forming a Strategy Model 30
4.1 A Strategy Model 30
4.2.1 Forming a Social Media Strategy 33
4.2.2 Key Points of Building up a Strategy 34
5 Method and Material 37
5.1 Case Study Research 37
5.2 Data Collection 38
5.3 Reliability and Validity Considerations 40
6 Results and Analysis of the Case Company Interviews 43
6.1 Results of the Case Companies Interviews 43
6.2 Analysis of the Current State of Social Media in the Interviewed Companies 51
7 An Initial Proposed Model 54
7.1 The Aspects of the Model 54
7.1.1 The Customer Aspect of the Model 54
7.1.2 The Process Aspect of the Model 56
7.1.3 The Economic Aspect of the Model 58
7.2 A Map of the Proposed Model 60
8 Validation of the Model by the Experts 62
9 Discussion and Conclusion 68
References 70
Appendix 1. Social Media Categories 1
Appendix 2. A Google Products 3
List of Figures
Figure 1. Social Media Landscape 2011 (Cavazza 2011). ... 2
Figure 2. Overview of the Contact Center and Genesys Contact Center software in it (Genesys 2009: 16). ... 4
Figure 3. Research design of the Thesis. ... 6
Figure 4. Launch Dates of Major Social Media Tools (Boyd and Ellison 2008: 212) supplemented with (Chapman 2009). ... 10
Figure 5. Facebook advertisement revenue (Williamson, 2011). ... 14
Figure 6. Twitter advertisement revenue (Williamson 2011). ... 15
Figure 7. Registration to social media sites (such as Facebook and Twitter) (Hartala 2010). ... 19
Figure 8. Functions of contact center (Newman 2010: 12). ... 22
Figure 9. Genesys social media stategy (Abbott 2010: 6). ... 25
Figure 10. Creating social media agents phase (Hurst and Duehlmeier 2011: 35). ... 26
Figure 11. Social media routing (Abbott 2010: 11). ... 27
Figure 12. A strategy content (Kehusmaa 2010: 65). ... 30
Figure 13. The original Balance Scorecard model, by Kaplan & Norton (Hakanen 2004: 119). ... 32
Figure 14. A model for creating a strategy (Hakanen 2004: 116). ... 32
Figure 15. Steps in conducting research in this Thesis. ... 37
Figure 16. Triangulation of research methods. ... 39
Figure 17. The questions regarding customer base and their activities in social media, the first block of questions. ... 44
Figure 18. Questions regarding current practices in the company in Block 2. ... 46
Figure 19. Stakeholders' role in the company. ... 48
Figure 20. Questions regarding the companies‟ social media strategies. ... 49
Figure 21. Opinions on advantages and disadvantages of using social media. ... 50
Figure 22. A SWOT analysis of current state of social media usage in the case companies. ... 51
Figure 23. Strategic Objects, Success Factors and KPIs (the customer aspect). ... 55
Figure 25. Strategic objectives and success factors from the economic aspect. ... 59 Figure 26. A map of the proposed model for social media posts processing in contact centers. ... 60 Figure 27. A Revised Customer Aspect, from the proposed model of the social media posts processing in contact centers. ... 63 Figure 28. A Revised Process Aspect, from the proposed model of the social media posts processing in contact centers. ... 64 Figure 29. A Revised economic aspect, from the proposed model of the social media posts processing in contact centers. ... 66 Figure 30. A revised map of the proposed model for social media posts processing in contact centers. ... 67
Abbreviations
B2C Business-to Consumer
B2B Business-to-Business
BSC Balance Scorecard
CRM Customer Relationship Management GEIS General Electronic Subsidiary
IRC Internet Relay Chat
KPI Key Performance Indicator
SLA Service Level Agreement
SNS Social Network Site
UC Unified Communication
WFM Work Force Management
1
Introduction
This Thesis examines how social media tools can be utilized and processed in a com-pany‟s contact center for the purpose of effective customer care. The Thesis is particu-larly scoped around the processing of social media post through contact centers and contact center professionals.
According to Merriam-Webster, the word social is defined as “relating to human socie-ty, the interaction of the individual and the group” and the word media as “a medium of cultivation, conveyance, or expression” (Merriam-Webster).
Social media has a variety of definitions. One such definition is suggested by Bradley: “Social media is a communications channel opened for the purpose of mass collabora-tion” (Bradley 2011). Bradley opens up this definition by underlying that social media is a channel, not a technology, and a specific social media channel has a purpose. A real value of social media comes from the massive communication, in which large numbers of people can effectively collaborate (Bradley 2011).
Along with various definitions, several attempts have been done to classify social me-dia. One of the classifications, called social media landscape, is illustrated in Figure 1.
Figure 1. Social Media Landscape 2011 (Cavazza 2011).
Figure 1 illustrates Cavazza‟s classification of social media. This classification suggests a set of 7 families: publishing, sharing, discussion, commerce, locating, networking and games. Cavazza‟s classification has placed Facebook and Google into the central place, and it divides social media tools into seven families based on their usage. Facebook and Google have grown into giants of social media field, which manifests as an oppor-tunity to log into several social media tools by using Facebook or Google authentica-tion.
The first category (publishing) contains social media tools such as blog platforms, mi-croblogs, social stream services and wikis. In these tools, users are enabled to be writ-ers of document. For example, uswrit-ers of WetPaint can write gossips about celebrities, or
Wikipedia users can write an encyclopedia together. A popular tool for microbloging is Twitter, in which a user can share short information pieces or news. (Cavazza 2011)
The second category (sharing) contains services for users to share videos, photos, links, music or documents. One example here is YouTube, a popular video sharing tool, where users can also comment videos or send links to Facebook or Twitter. (Ibid.)
The third category (discussion) consists of bulletin boards, comments management systems and social search tools. Discussion tools allow a user to post short text, pho-tos, questions and comment them, at least partly, centralized. Bulletin boards are also used as tools for anonymous postings, such as photo sharing tool 4Chan. Comments management systems gives a possibility to comment different blogs with a profile, which allows tracking back these comments and receiving alerts from other comments. A social search tool provides a means to post questions and wait for the answers from other users. (Ibid.)
The fourth category (commerce) contains customer reviews solutions, collaborative feedbacks tools, recommendation and inspiration communities, localized coupons, pur-chase sharing tools, co-shopping tools and Facebook-shopping tools. Modern com-merce allows for shopping reviews and commenting. For example, in Blippy a user can write comments and reviews on their credit card shopping. (Ibid.)
The fifth category (location) has social location platforms, local social networks, mobile social networks and events sharing. Location platforms allow users to share local events and other happenings online. The user can share their current location or try to find a new friend close to his or hers current location through for, example Facebook, places. (Ibid.)
The sixth category, networking, holds personal social networks, professional social networks, “traditional” social networks and social networks creation tools. Different kind of social networks allow users to connect to their friends and colleagues. “Origi-nal” Facebook and LinkedIn, where users can share their competence and build their professional network of people, belong to this category. (Ibid.)
The seventh, and the newest, category in Cavazza's landscape is games, where user can find traditional plays from casual gaming, but also social gaming, as well as mobile gaming and virtual worlds for tweens. (Cavazza, 2010)
Appendix 1 holds a table where a more detailed listing of different social media tools per each category is provided. Cavazza‟s categorization gives a holistic coverage of social media and different social media tools.
1.1 Introduction to Contact Centers
A contact center is “a system that handles and manages customer contacts regardless of the form of contacts “(Genesys 2001: 8). Contact center provides a centralized and unified contact point for customer, regardless of the contact channel. If effectively used, a contact center brings value to the customer and, at the same time, unifies the company's contact points towards better serving its customers. This Thesis concen-trates on Genesys (Genesys Telecommunication Laboratories), which provided contact center software and Genesys Social Engagement solutions. Figure 2 illustrates a con-tact center overview and Genesys role in it.
Figure 2. Overview of the Contact Center and Genesys Contact Center software in it (Genesys 2009: 16).
Figure 2 shows an overview of contact center functions in general. Figure 2 illustrates how customer contacts received, from various channels, are directed to the contact center, where all the customer representatives are gathered. Customer representatives can be physically located in various locations, and routing (universal contact routing) divides customer contacts, according to established categorization, to various customer representatives. Centralization of contact handling allows for reporting, customer rep-resentative workforce management and integration with other systems (Genesys 2009: 16).
A Genesys software role in contact centers is to route contacts to right customer repre-sentatives. Another major role of Genesys software is to enable an interface, where a customer representative can handle all kind of contacts through one single tool. For management, the system provides interfaces for monitoring both services and custom-er representatives and a tool for workforce management.
1.2 Research Problem and Research Question
In general, this research deals with the problem of how social media can be utilized in a company and, more precisely, how social media posts can be processed by the com-pany contact center. These research problems are shaped into the following research question:
What model could be used for processing social media posts through contact centers?
Research design, illustrating the development from the research problem to the final result, is shown in Figure 3.
Figure 3. Research design of the Thesis.
As Figure 3
shows, the research problem is derived from the initial need to the
actual process of effectively handling great amounts of social media posts. The
research concentrates on studying a social media post processing in a contact
center environment. This Thesis searches for an answer to the research
ques-tion by applying the case study research method and two types of interviews.
The result and outcome of the Thesis is a proposed model, which is formed by
using the balance scorecard method.
Researh problem
•How social media can be utilized in company? •How to process social
media posts in company?
Research Question
What model could be used for processing
social media posts through contact
centers?
Research
A research was conducted by using case study methods and interviews
Result
The model, which proposes how to utilize posts through
1.3 Research Method and Outcome
Several interviews with the case companies and experts are used to examine possible solutions to the research question. A model as the outcome of this study is formulated based on the interviews by using a balance scorecard strategy model.
The research method is thus a qualitative case study method. Seven different case companies are examined in this study. To gain multiple perspectives to the subject, a triangulation is implemented as a data collection method. Used data sources are litera-ture review, case studies and expert interviews.
First, the initial model is formed based on the literature review and the case company interviews. The initial model is then reviewed and validated by the expert interviews. The final outcome of this research is, therefore, a validated model for processing social media posts through contact centers.
1.4 Structure of the Thesis
The Thesis consists of background sections (Sections from 2, 3 and 4), results and analysis sections (Sections 6, 7 and 8), method and material description (Section 5) and discussion and conclusion sections (Sections 9).
This introductory section (Section 1) is followed by an overview of social media (Sec-tion 2), to establish its role for individuals and businesses. Sec(Sec-tion 3 focuses on contact center operations and their different functions. Section 4 describes the strategies for creating model that have been used to form the outcome of this Thesis. Section 5, describing the method and material, elaborates on the method used for this study and the data collection methods applied.
The result and analysis consists of three sections. In Section 6 the case company inter-views are analyzed. The following Section 7 describes an initial model formed, which is based on the case company interviews. The last section of the results and analysis presents the revised model, which is based on the expert interviews.
The Thesis ends with of discussion and conclusion section (Section 3), which presents the main points of the Thesis results.
2
Social Media as A Phenomenon
This section gives an overview of the existing social media, focusing on developments of the social media and its three major players: Facebook, Twitter and Google in social media industry. This section also explores social media usage among Finns, in terms of the Internet writing, registration to social media tools and intensity of social media usage.
2.1 Development of Social Media
The history of social media is still to be written, since even the term social media is fairly new. But building relationships and meeting people in the Internet is not such new phenomena. Depending on the point of view, social network may be considered to have started from usernets, such as newsgroups (O‟Dell, 2011). Figure 4 lists a num-ber of popular and other interesting social media tool launches, starting from 1970s until 2010.
Figure 4. Launch Dates of Major Social Media Tools (Boyd and Ellison 2008: 212) supplement-ed with (Chapman 2009).
In the late 70‟s, usernets were followed by bulletin board systems, which were hosted on one computer, so that the users could dial-up, one at a time, to post news on the bulletin board. Bulletin board systems were used for illegal matters such as viruses or adult material. Nevertheless, bulletin boards were one of the first social networks, where users were able to interact with each other (Chapman 2009).
Nearly a decade passed before General Electric Subsidiary (GEIS) created an early online service, offering games, shopping, mail and forums in 1985. At the same time, CompuServe was the first company to bring in chat program as a service. In 1988, a father of instant messaging IRC (Internet Relay Chat) was created, which is used for both file and link sharing and keeping in touch (Chapman 2009).
The first major milestone after IRC was Social Network Site (SNS) SixDegrees.com, which was launch in 1997. Its predecessors, early social networks, were dating sites and forums. Forums played a big role in social media evolution, since forums function as bulletin board systems with a more user-friendly interface. They gave a chance for non-technical users to participate. Forums are still in use and they already allow users to create profiles, but a difference with social networking sites comes from the friend lists, which are not used in forums (Chapman, 2009).
SixDegrees.com was a father of a new phenomenon, which is called Social media or social networking today. SixDegrees.com allowed users to create profiles, list their friends and then browse their Friends lists. Six Degrees.com profiles existed on major dating sites, and it was promoted as a tool to help people connect with and send mes-sages to each other. Despite the widespread prevalence of SixDegrees.com, it failed to prosper and was closed at 2000. Six Degree was a few years ahead its time. Neverthe-less, SixDegrees.com created a first social network site, which is defined as follows:
“Social network site is a web-based services that allow individuals to con-struct a public or semi-public profile within a bounded system, articulate a list of other users with whom they share a connection and view and transverse their lists of connections and those made by other within sys-tem (Boyd and Ellison 2008: 211).”
Several other social network sites came into being between 1997 and 2001 (which are listed in timeline in Figure 4 above). Before social media hit the mainstream, an inter-esting social media site Friendster was created. A Friendster was originally formed to be a dating site, which assumed that friend of friends will more likely make romantic couples than strangers. In 2002, Friendster created a portal, where user could create a profile and maintain a list of friends. This invention was successful and since then Friendster has started a rapid growth in the number of its users and therefor started to have problems with capacity. Another problem in Friendster came to surprise when users started to have their colleagues and bosses as friends, which caused problems for sharing. Eventually, Friendster faced the same problem as SixDegrees.com, be-cause users were not ready to share their lives with a broad audience. At the same time, Friendster made a series of wrong decisions, for example, by prohibiting the
visi-bility of fourth-degree friends. This caused problems for those users who were using Friendster still as a dating service. These contradicting problems caused a shutdown of Friendster some time later (Boyd and Ellison, 2008: 215 - 216).
A social gaming site, Habbo, owned by Sulake, was launched during the year 2000. Habbo aimed to a attract teenagers to a virtual game, which happens in a hotel envi-ronment. Players could chat and interact with each other while playing. Habbo hotel is one of the largest social games, which reached a milestone of 200 million registered users milestone in January 2011. In 2010, Habbo revenue grew 25% compared to the year 2009 (Sulake press release 2011).
The year 2003 was a turning point for social media, since several social network sites were launched, including MySpace, LinkedIn, Delicious and Hi5. Most of these social network sites used a Friendster‟s idea on profile centric interface, where users can keep and maintain a user list. For example MySpace held a title for most popular social network for several years, before Facebook became even more popular. In 2010, MySpace and Facebook announced that their user accounts could be joint together (MySpace, Press release 2010). Another social media site, LinkedIn, provides a social network for professionals and attracts increasingly more professionals in various fields. Presently, LinkedIn has over 90 million users around the world (LinkedIn 2011). Hi5 was also launched in 2003. In this social media site privacy is less strict, since friends-of-friends can see each other profiles. Hi5 became popular in Asian, Latin American and Central African countries (Chapman 2009).
Social media continued its triumph in 2004 when more and more new tools were launched. Examples of social media tools from 2004 are Flickr, and Digg, which are still fairly popular tools in use. Flick allows users to download pictures, organize them and share with the chosen audience. Digg works in a similar way, but with links and users can like, dislike or comment a shared link (Chapman 2009). Many of social media tools have united or joined their forces lately on, and Flickr has also merged with Yahoo. The year 2010 was difficult for Digg, since they have had decline in the number of visi-tors and launched of a new version, which only accelerated their decline (O‟Dell 2010).
YouTube, a video sharing tool, saw its daylight at February 2005 and was purchased by Google in 2006. 2 billion YouTube videos were viewed daily during 2010 (YouTube 2010). The year 2006 had two major events, when Twitter was launched and Face-book became available to everybody. Both Twitter and FaceFace-book have gained most of attention during the last year and they both are growing rapidly. In 2006, an interest-ing new tool in social media arena was JustIn.tv, which is a host for video streaminterest-ing, which allowing users to broadcast their own live videos. Later on, new broadcasting tools have become more and more in use, but Justin.tv was the first.
2010 was a very interesting year, when social media tools like Blippy, Google Buzz, and Sportpost were created (Cavazza 2010). Google Buzz, for example, integrates into Googles email program gmail, where user can share links, photos, videos, status mes-sages and comments with other users, with all information organized as conversations in gmail inbox. Google buzz, on the contrary, has not really taken off, since privacy problems and several law suits has reduced the number of its users
(Bryant 2011).
Overall, social media development started roughly 30 years ago, but the last
decade has really become a decade of social media.
2.2 Major Players in Social Media Landscape
Social media has become a multimillion business, where revenue amounts to millions or even billions of dollars. This section describes a selection of companies and their business behind social media tools.
Main incomes for social media companies are collected from advertising. Facebook, Google and new comer Twitter has optimistic view on their future. Financially speaking, all of them run successful businesses. As a result, Facebook and Twitter are already used in some contact center environment. Genesys and many other software compa-nies, which are described in the later section, have introduces Facebook and Twitter modules into their contact center solution.
The Facebook provides a tool for people to keep in contact with their friends, upload photos, share links and videos, and communicate with others. A user can create a pro-file, where all activities can be shared with a group of friends. Facebook was founded by Mark Zuckerberg, who started to run Facebook as a hobby while he was studying in Harvard. At that time, it was called thefacebook.com. The core idea of Facebook was well received, in Harvard, and it quickly spread to other universities in the United States. In September 2006, Facebook was opened to anyone over 13-year-old with an email address (Facebook Press Room 2011a).
Facebook web-site is privately owned by Facebook Inc. Facebook Inc earned $1.86 billion (milliard) revenue in 2010 only from advertisements, and its revenue is estimat-ed to rise up to $4 billion in 2011 (Williamson 2011). Figure 5 shows Facebook adver-tisement revenue from 2009 to 2010 and predictions from 2011 to 2012, according to eMarketer.com.
Figure 5 show estimations of the United States advertisement revenue figures in red and non-United States figures in black. During 2009 and 2010, major part of Facebook revenue came from the United States and, according to Williamson‟s (2011) estima-tion, Facebook revenue streams outside of the US will increase.
Presently, Facebook is a big business with a bright future. If this estimation come true, companies‟ investments in Facebook and other social media should be exceptionally beneficial.
Twitter is a microblog web-site, where users can send short and brief news and update bits of information, which are called tweets. Twitter website was founded in 2006 by Odeo. Soon after, it was acquired by Obvious Corporation and in 2007 by Twitter Inc. Twitter has 175 million registered users, with 95 million sent tweets per day and the staff of 300 employees (Twitter Inc 2010). Twitter website is owned by Twitter Inc and is a valuable possession. According to SharesPost (Parr 2011), Twitter‟s market value rose to 4 billion dollars in January 2011. In 2010, Twitter‟s advertisement revenue reached $45 million and it is estimated to rise to $150 million in 2011. Twitter‟s reve-nue for 2010 and its predicted revereve-nues for 2011 and 2012 are illustrated in Figure 6.
In Figure 6, estimations for Twitter‟s revenue in the United States are marked in red and the revenues for non-United States in black. The Twitter revenue estimations are slowly increasing in other countries, but the main revenue streams for Twitter will still be collected from the United States market, at least, in 2012 (Williamson 2011).
Compared to Twitter or Facebook, Google plays a different role in the current social media landscape. “Google‟s mission is to organize the world„s information and make it universally accessible and useful” (Google Facts 2011). In addition to this, Google‟s business relies on advertising through tools and services for advertisers (Google Ad-Words 2011). Google has a significant portfolio of products and service. Major Google products and short description of them are listed in Appendix 2. One of the reasons for Google‟s rapid growth is its successful acquisitions and continuous development of its products (Google 2010).
Google was founded in 1998 by Larry Page and Sergey Brin. The business idea was successful, and in 2010 Google revenue was $29 billion dollars (Google Investor Rela-tion 2011). At the moment, Google estimated market value is 192 billion (milliard) dol-lars (Levy 2011).
Google has done several attempts to concur social media. It has acquired several com-panies in social media field, such as Blogger, YouTube, Jaiku and some others. Google has also developed social media applications, such as Google Buzz in 2010, Google Wave in 2009, and Google Docs in 2007. Although Google has not yet been successful in all its attempts regarding social media, in general, Google is considered to be a ma-jor player in the social media field (Sniderman
2010
).2.3 Users of Social Media
Volumes of social media posts are important to acknowledge it as a phenomenon and consider a social media processing challenge in contact centers. To process Social me-dia posts, contact centers will require a large amount and high usage of social meme-dia
tools. Statistics Finland (Hartala 2010) has already executed surveys regarding general usage of internet and social media usage among the Finns. Statistics Finland has ap-proached social media usage from two different angles, either from the Internet per-spective in general or from the inside of social media.
Reading On-line Materials and Writing on the Internet
According to the Statistics Finland survey (Hartala 2010), the most common use of social media is related to mass media. Traditional media, such as newspapers and TV channels, have adopted the use of the Internet as a channel to deliver news and arti-cles. Most of the traditional media give readers and users a chance to comment and interact, which is also one of the functions of social media (Hartala 2010).
Table 1 below presents the map of how many Finns read internet media in reference time of 3 months. Men, during 3 months Women, during 3 months All, during 3 months All, at least weekly All, At least daily or almost daily Read online
newspa-pers and internet web-pages.
76 73 74 62 44
Read discussions based on news or arti-cles on online newspa-pers or television web-site
49 40 45 26 12
Read blogs 41 39 40 21 9
Read foreign online newspapers or TV channels web pages.
37 23 30 17 8
Table 1. Percentage of the population according to reading of internet media by sex and refer-ence time in 2010 (Hartala 2010).
Table 1 illustrates the reading of the Internet material by the Finns. According to the survey three out of four of all 16 to 74 year-old Finns have followed online magazines and Internet pages (in the course of three months), and almost every second Finn fol-lows them daily. In a group of 16 to 74 year-olds, 55% read printed newspapers daily, which is nearly as many as online magazines and web-page readers (Hartala 2010). Less than half of the Finns read discussions based on news or articles, blogs or foreign online newspapers. There is no significant variation between men and women, thought on average more men read daily online magazines, blogs or tv-channel web-pages than women. According to Table 2, men also write more in discussion forums and comment news more often than women.
Men, during 3 months Women, during 3 months All, during 3 months Written to internet (discussion forums,
blogs, community services, or elsewhere)
41 44 42
Written to discussion forums 24 17 21
Downloaded self-produced material to any site (other than discussion forums, dating services nor online sales outlets)
16 15 15
Has commented a blog 13 11 12
Sign an address 7 11 9
Discussed on open chat pages 10 5 7
Commented news on magazines or TV channels web pages
8 3 6
Has written a blog 3 4 3
Table 2. Percentage of the population that writes on internet media by sex and reference time, in 2010 (Hartala 2010).
When all possibilities (excluding e-mail) are taken into account, four out of ten Finns write on the Internet (Hartala 2010). The most common form of writing into the Inter-net is discussion forums, with 21% of the population surveyed having written into the Internet during the last three months. The most common media for the Internet writ-ing is social network sites (Hartala 2010). Table 3 shows the figures for the frequency of following up social network sites. For this activity, the differences between the age groups decrease (Hartala 2010).
Use of Social Media Tools
The use of social media tools, where users can create and maintain social networks and relationships, has also been studied by Statistics Finland. Figure 7 illustrates the registration percentage in different age groups.
Figure 7. Registration to social media sites (such as Facebook and Twitter) (Hartala 2010).
The highest registration percentage to social media is among the population of 16 to 24 year-olds, and its number decreases by age. These figures follow the same trend with the Internet usage and the Internet writing in general, where younger population is the most active. As many as 83% of the population of 16 to 24 year-olds, and 76% Total % of population
of 25 to 34 year-olds, were registered as users in 2010. In comparison only 44% of the population of 35 to 44 year-olds were registered to social media. It was noticed that interest towards social media network sites in older age groups is lower, with women slightly more interested in social media than men (Hartala 2010). As it can be seen from the above mentioned trends, social media sites are used quite frequently, espe-cially in the audience of young people.
In all, 8% of Finns follow at least some social media sites several times a day, and one fifth follow them daily. Young people often use social media as part of their social net-work. In group of 16 to 64 year olds, one fifth follow up at least one social media site several times a day and 44% follows it daily. In age group of 25 to 34 year-olds, the corresponding proportions are slightly lower and older age groups active usage is low. The figures of frequency of social media sites usage are listed in Table 3.
Age Several
times a day
Daily Weekly Less Not
Anymore 16-24 23 44 12 3 1 25-34 16 44 9 6 1 35-44 7 18 11 6 1 45-54 2 10 8 8 2 55-64 1 4 4 4 1 65-74 0 2 2 1 0 Total 8 20 8 5 1
3
Contact Center Operations
This section describes the contact center functions and gives an overview of social me-dia posts processing opportunities in contact center environment.
A contact center collects all customer contacts from the phone, email, chat and social media sources and forwards them to a skillful customer representative. The Contact received by customer representatives can be integrated into a company internal solu-tion, thus enabling a full customer profile to the customer representatives. Major parts of the contact centers use management and monitoring tools for monitoring contact center functionalities (Brasche et al. 2007: 5-6).
3.1 Contact Center Concepts
Contact centers usually develop their own terminology. In contact center environment, customer representatives are commonly referred to as agents (Genesys 2001: 1), while incoming customer interactions are called inbound (Genesys 2001: 8). Calls made by the company sales, most commonly known as phone sales, to their customers are of-ten referred to as outbound (Genesys 2001: 19). Terms inbound and outbound are inherited from the time when contact centers were known as call centers, and the only customer contact was a phone call. Queue is a holding point for a number of contacts (Genesys 2001: 22). Queue, or virtual queues, are used in real-time and historical re-porting, when customer contacts are waiting for an agent to reply. Thus the queue
refers to a phone call, and the virtual queue refers to various Internet-based contacts, such as emails, chats or social media posts (Genesys 2001: 22). Most of the contact centers bases their contact routing decisions to an agent of skill value. A skill is a term used for parameters that determine agents‟ knowledge (Genesys 2001: 25).
3.2 Functions of a Contact Center
Contact centers started as basic service organizations, which were focused on
controlling costs in service. Over time, the importance of contact centers as part
of customer service was acknowledged. Today, the contact center has a unique
position to serve as the gateway to all customer interactions. (Brasche et al.
2007: 7)
The contact center key functions of today are illustrated in Figure 8.
Figure 8 presents a model, which divides contact center functions into five categories. These categories include the most common contact center products and services of contact center solutions.
Most of the contact center products and services belong to the cross channel conversa-tion category. Cross channel conversations cover customer contacts through voice and non-voice channels. Inbound, outbound and telephone self-services are voice chan-nels; while emails, chat, web collaboration, text messages and social media presents non-voice channels. Over 50% of contacts represent inbound and outbound calls (Newman 2010: 13). The importance of a phone call decreases, over the time, since Figure 8. Functions of contact center (Newman 2010: 12).
non-voice channels usage by consumers‟ are now increasing. Cross channel communi-cation includes a proactive contact, in which agents contact the customer regarding some specific issues. Proactive help is used specifically through non-voice channels, such as chat in on-line stores (Newman 2010: 14).
Enterprise resource optimization enhances productivity and customer experience through forecasting, scheduling and adherence management of resources (Newman 2010: 23). Forecasting aims to allocate the right number of agents to the contact cen-ter, and scheduling aims to set agents breaks at the right time during the agent work-ing day. Adherence management measures contact centers and agents‟ performance through various statistics (Newman 2010: 25). Enterprise resource optimization uses WFO (Workforce Optimization) technology to make the best use of available resources and to provide means of measuring and monitoring workforce. WFO includes several functions. A major function of WFO is WFM (Work Force Management) and UC (Unifies Communication) (Newman 2010: 24). Work Force Managements goal is to match re-sources and the workload together (Newman 2010: 25). Unified Communication con-nects mobile agents to contact centers. Ideally, the entire enterprise can be used as a resource to customer service through back-office consulting (Newman 2010: 26).
Another important operation in contact center is enterprise application enablers. The enterprise application enablers connect contact center applications to other applica-tions in an organization by integrating infrastructure outside the contact center, such as in CRM (Customer Relationship Management) system or unified communication (Newman 2007: 29).
In service delivery optimizations, managers build contact center SLA‟s (Service Level Agreements) and KPI‟s (Key Performance Indicators), which give an possibility to prior-itize customer contacts according to the contact media or customer priority. Ideally, all contacts are routed and handled according to the predefined business rules (Newman 2010: 34 - 35).
Operational Performance Management, such as monitoring through historical and real-time reporting, gives a manager an effective tool to observer agents‟ performance, as well as current situation in the contact center. Furthermore, a variety of advisor tools
can be set up to alarm management when contact center issues are detected in con-tact center operations (Newman 2010: 38-40).
3.3 Social Media Utilization in Contact Centers
Contact Centers can use social media as one contact among various other contacts to connect them to customers. Social media came to public awareness in 2000s, but it is looking for its place both in enterprises and in contact center environments. Several companies have formed a social media strategy, where they set up ground rules for social media usage in the company. So far, social media has been used mainly for marketing or, for example in online sales departments. This, in fact, creates a gap between the contact center and the other departments. Despite this existing gap, the actual customer service and assistance still happens in the contact center, where agents or customer representatives, these trained people, to handle customer interac-tions. If, and when, social media arrives to companies contact center (as a one way for customer to contact), it will be highly recommend to form a strategy on how social media should be used and for what purposes (Dunay and Diamond 2010: 7-8).
In 2010, several companies has introduced products to help companies in their interac-tions in social media. At the end of 2010, Cisco published SocialMiner, Avaya released their Social Media Manager, Aspect has added Social Communications Solution to their contact center product; and Genesys released their first generally available version of Genesys Social Engagement Solution in January 2011. All these solutions can be inte-grated into other contact centers software. Some companies, such as Interactive intel-ligence, RightNow and eGain, provide purely social media monitoring software without any contact center functionalities. Another example is CRM, which has also woke up towards the coming of social media by launching SocialCRM solutions. On the contrary, RightNow and Jive provide software for SocialCRM, which quite commonly are tightly integrated in contact center environment (Mackey 2010).
Accordin to Abbott (Genesys), social media can be used in contact centers in four dif-ferent ways. Abbott‟s social media strategy is presented in Figure 9.
Figure 9. Genesys social media stategy (Abbott 2010: 6).
Figure 9 illustrates a social media strategy developed by Genesys and the four phases of it, which are listening, prioritizing, engaging and integrating (Abbott 2010: 6). Inter-estingly, inContact has also announced a similar strategy, where the phases are moni-tor, access and establish trends, create social media agents and learn and evolve
(Hurst and
Duehlmeier 2011
: 29).According to the social media strategy suggested by Genesys, there are four basic steps which the company can take, when putting social media into use. First, a passive approach, when the company is only listening to discussion in social media, but it does not react in any way. A company can use social media tools to listen to social media and can apply special products for social media listening. By listening to social media, the company can gain valuable knowledge about their brand or customers opinions of it (Abbott 2010: 7). For example, inContact suggests to employ a person as a gate-keeper, who would forward posts to proper stakeholders, already at this monitoring or listening phase (Hurst and
Duehlmeier
2011: 30).Secondly, the prioritization phase in Genesys model, involves more than just following the customer discussion on media. This phase includes analyzing and prioritizing social media posts. To do this, the company monitors social media messages and reflects only to most important posts and prefers other channels to contact customer than
so-cial media. The prioritizing phase can be considered as a proto-phase before the next one, where service level agreements are made to handle different types of messages, and the company can justify their keywords for social media searches. InContact refers to this stage as their access and establish trends phase and suggests expanding moni-toring to industrial trends and assessing company social media system (Hurst and Duehlmeier 2011: 32).
Thirdly, the Engagement phase in Genesys model, involves interacting with the cus-tomers and holding active discussions through different social media tools. In this phase, a number of special agents are assigned to handle social media posts. Engag-ing phase also includes capturEngag-ing user profile information as part of the customer rec-ord. For example, RightNow and Jive provide special SocialCRM solutions for capturing data from profiles (Mackey 2010).
The third phase of inContact‟s social media model, creating social media agents, is il-lustrated in Figure 10.
Figure 10. Creating social media agents phase (Hurst and Duehlmeier 2011: 35).
The third phase in inContact‟s model suggests a process for active discussion. The model uses automatic preprocessing of social media posts, at which a social media agent handles the majority of replies (Hurst and
Duehlmeier
2011: 35).The fourth and last phase in Genesys model integrates social media to other contact center products, in terms of allowing posts to queue, enabling real-time monitoring and historical reporting handled in same way as any other customer contacts. The in-tegration phase can be considered as a very near future, since most of the contact center solution providers can offer this social media software (Abbott 2010: 11).
Social media posts routing by Genesys solution is illustrated in Figure 11.
Figure 11. Social media routing (Abbott 2010: 11).
As Figure 11 illustrates a social media routing to an agent is based on an initial catego-rization, segment decision and action ability. Based on the keywords, the posts are categorized according to their tone and they are segmented to, for example, the cate-gories of feedback or support (Abbott 2010: 11-12).
The fourth phase of inContact model is to evolve and learn. In this phase, the company constantly looks for new trends and reassesses its system (Hurs and
Duehlmeier
3.4 Measuring Social Media Activities
Activities in social media can be and should be measured with meaningful and doable metrics. Possible topics for metrics, when measuring social media, are activity-based metrics, contact metrics, customer support and marketing and sales. The company can choose some of the metrics from these topics to follow contact center operations re-garding social media activities (Dunay and Diamond 2010: 35).
The activity-based metrics is a group of metrics, which measure the activities and at-traction of company in social media. Two metrics are introduced to measure atat-traction. Attraction of the company‟s social media profiles is measured by the number of follow-ers or fans. At the same time, the number of comments measures a convfollow-ersational index, which is the number of comments which the company‟s own posts receive. Ac-tivities in the companies‟ own social media profiles, and elsewhere in social media, can be measured with the number of mentions and the frequency of interactions. The number of mentions measures the actual number of times the company‟s name or product is mentioned in social media. This metric is used to measure the social media listening results and to evaluate them. The frequency of interactions measures cus-tomers‟ involvement in the discussion on company related subjects (Dunay and Dia-mond 2010: 35).
The contact metrics measure the quality of discussion and the customer service ability to form a community around the brand. For example, a tone of discussion can be measured through positivity and negativity regarding the issue of discussion. Also a specific metric of NPS (Net Promoter Score) is set to measure customer‟s likeness to become an advocate for the company (Dunay and Diamond 2010: 36).
The customer support metrics measures the costs for giving support in social media and evaluate customer satisfaction. The support costs are measured by measuring agents‟ time-consumptions in social media. The customer satisfaction, on the other hand, is measured by evaluating the tone of customers' replies (Dunay and Diamond 2010: 36).
The last category of marketing and sales prospects is derived from several metrics. The numbers and costs of prospects and actual sales figures make up the basic metrics and they communicate about the direct impacts on revenue (Dunay and Diamond 2010: 36).
Thus, a certain number of metrics can be used to measure the company activities in social media. A choice of the proper metrics should be based on the company strategy and goals, which the company wants to achieve through the use of social media (Du-nay and Diamond 2010: 36).
4
Forming a Strategy Model
This section consists of the overview of the strategy models, which is used to form a new proposed model for social media posts processing in contact centers.
4.1 A Strategy Model
According to Kehusmaa (2010) the company strategy typically consists of four main parts, which are shown in Figure 12.
Figure 12. A strategy content (Kehusmaa 2010: 65).
The first part of the scheme is made up of the background information, which is used to analyze the current situation of the company. Kehusmaa (2010) suggests to apply SWOT analysis in order to find out the points that can be included into the strategy. The second part of the strategy scheme is formed by the basic strategy, which de-scribes the current situation, goals and means of how these goals are achieved. The
1.Background
Information
2.Basic
Strategy
3.Extensions
4.Advanced
strategy
• Communication strategy • Marketing strategy • Sales strategy • etcthird part consists of the extensions to the basic strategy, which are mainly used for handling new transactions, acquisitions, outsourcing or investments. The last part of the scheme is the advanced strategies, which are smaller and particularly aimed at one department or a smaller unit of the organization (Kehumaa 2010: 63). The proposed model for processing social media posts, therefore, belongs to an advanced strategy, which can be a part of communication strategy, customer service strategy, brand strategy or some other strategy.
This Thesis uses a BSC (balance scorecard) model as a basis for creating a model for social media post processing in the contact center. The balanced scorecard is a strate-gic planning and management system that is used extensively in business to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. The BSC strategy model is well-suited for the achievement of the Thesis result, because one of the main objectives of the Contact Center is a cost-effective and swift treatment of all sorts of social media contacts.
The original balance scorecard framework was created by Kaplan and Norton in 1996. This framework is presented in Figure 13.
Figure 13. The original Balance Scorecard model, by Kaplan & Norton (Hakanen 2004: 119).
As Figure 13 shows, the balanced scorecard suggests that the strategy of the organiza-tion should consists of four aspects to develop metrics, collect data and analyze them considering, each of these aspects separately. These are the learning and growth, the business process, the customer and the financial aspects. Although several variations of the BSC model have been made over the years, the model guiding principles have remained the same. One of the models presented by Hakanen (2004) is used in this Thesis as a starting point for creating a proposed model (in Section 7). The steps for forming a strategy by Hakanen are shown in Figure 14.
Figure 14. A model for creating a strategy (Hakanen 2004: 116).
A Figure 14 shows a BSC model for creating a strategy. The strategy creation starts from vision, since the strategy must be in line with the company vision. There are four aspects, which are taken into consideration when forming a strategy. These different aspects are the economics, customers, internal and staff viewpoints (Hakanen 2004: 116). Later, in the proposed model for social media posts processing in contact cen-ters, only three aspects would be used. These are customer, process and economic
Action Plan Indicators and Targets
Economic Aspect Customer Aspect Internal Aspect Staff Aspect Success Factors
Economic Aspect Customer Aspect Internal Aspect Staff Aspect Strategic Objectives
Economic Aspect Customer Aspect Internal Aspect Staff Aspect Vision
aspects. Internal and staff viewpoints would be combined into the unified process as-pect, due to the nature of the proposed model (see Section 7).
For every aspect the strategic objectives should be set. These objectives are more con-crete than vision, and they are usually set for the next few years. The goal for these strategic objectives is to gain the vision (Hakanen 2004:116). For every strategic ob-jective, a one or two success factors are set. These success factors enable the compa-ny to achieve objectives and vision and are the determinants of competitiveness and performance. To be able to measure them, Indicators and targets are set for every success factor. Indicators are the key performance indicators (KPI), and the target values are set for each KPI for the next few years. The last part of the BSC strategy model is an action plan, which describes the needed actions to achieve targets set for KPI‟s (Hakanen 2004:117).
In the results of the Thesis neither a vision, an action plan nor target values are set, because the Thesis result is a general model, not a proposal for a specific company.
4.2 Social Media Strategy in Companies
This section presents the current practices and issues to consider when creating a so-cial media strategy. Several companies have formulated their soso-cial media strategy or considering of doing so. The goal for building a social media strategy is to build a guideline for activities in social media. With such a strategy, the company can concen-trate on their expertise area, at the same time, offering services to customers (Kroll 2010: 1).
4.2.1 Forming a Social Media Strategy
One way of forming social media strategy is to follow steps of setting up goals defined by Crepeau, which are as follows: defining success criteria, creating a high level strate-gy, creating the tactical plan, seting interim measures and picking tools and processes
Goals in social media strategy are business goals: action-oriented, succinct and meas-urable. For example, a goal could be to drive up new registrations or get users to pro-vide customer support to one another. An understandable goal with an obvious cost-saving target, revenue generation or strategic objectives can use social media only as a tool for business. Succinct and action-oriented goal would imply a short goal with a plain message to achieve something. An important part of a goal is also its measurabil-ity, since a measured goal can be rated to be successful or unsuccessful (Crepeau 2010b).
Based on these goals, various criteria to measure goals success can be set and the high level strategy will define means and tools to achieve goal successfully. A tactical plan then sets the tasks as for how the actual goal will be achieved. During the last step, the interim measures are set. In this stage, the goals success criteria and meas-urements are evaluated and, if necessarily, justified. This step tests the goals, criteria and tactical plan and suggests adjustments to it.
The final step is to establish the tools and processes. At this point, the tools and pro-cesses are picked in order to be able to execute the needed task and measure it to determine success (Crepeau 2010a).
4.2.2 Key Points of Building up a Strategy
According to the current discussion in scientific and other publications on social media, when developing a social media strategy, there are some key steps to be taken into consideration. First, social media is essentially another channel of communication, where the customer can ask questions or look for support from the company. A good starting point for building up a social media strategy is to identify how the customer is using social media in general, and which tools they prefer (Herrell 2011). Also, listening to and monitoring social activities, which concern the company, are advisable before determining a social media approach. When the company has decided to establish its presence in social media, they have to pay special attention to refreshing their Face-book page or Twitter head frequently. Any social media presence without updates would become interpreted as a signal of neglect and apathy (Kroll 2010: 2).
According to analysis in the various publications on possible social media strategies, a typical strategy should include drawing up a plan as for how to address some specific topics in social media. This plan should highlight certain key words associated with the company‟s name and give recommendations regarding the defected posts (Kroll 2010: 2).
Another part of such a strategy may concern suggesting the ways of how to engage the users of social media into social media activities. Engaging requires proactive ap-proach by raising positive discussion. When the customer makes a contact through social media, a reply using the same channel is highly advisable. Also, negative writ-ings should require answers, but probably not a sales talk. While answering to social media posts, the company employees should identify themselves, so that the customer can recognize and reach them reasonably easy (Kroll 2010: 3).
It is also stressed that the customer interaction in social media should be followed through to the end. Integration and communication between departments would help to follow and track back such customer interaction. There is no need for marketing to act as customer service, but the marketing team needs feedback on what is happening in social media. According to the current practices, escalation rules should be re-thought and written into the social media strategy (Kroll 2010: 3). Finally, the constant analysis of discussion in social media is considered to give useful information about the customer behavior and interests (Herrel: 2011). These were some of many guidelines for setting a social media strategy.
In addition, Gartner has listed five recommendations how to succeed and five typical failures in social media strategy. The five points of successful social media strategy include consistency, coordination, charter, conversation and creativity (Rozwell 2011:19). Gartner especially highlights consistency in terms of strategic goals, audi-ence needs and the response authentic as particularly important. Coordination aims to make sure that forays into social media are not disconnected from other business func-tions. By charter Gartner means assigning responsibility for the plan development, ed-ucation, execution, governance and refinement. In conversation, a company
collective-ly creates diverse opportunities for discussion and collaboration. The last point, creativ-ity, lets individual creativity, passion and energy emerge (Rozwell 2011:19).
The five typical failures in social media strategy, according to Gartner, are goal incon-gruity, process disconnect, multiplicity, monologue and inauthenticity (Rozwell 2011:20). By goal incongruity Gartner means the same issues as Crepeau, when they describe strategic goal mismatch in business needs and audience desires. Another rea-son to fail is the process disconnect, when social media processes are not connected with other business functions. The third point, multiplicity, refers to uncoordinated ef-forts, which cause ineffectiveness and confusion. The monolog refers to ignoring po-tential for discussion and collaboration with customers. The fifth and final point is inau-thenticity, meaning that the process and policies submerge individual creativity (Rozwell 2011: 20).
In general, these are the most important points in building social media strategy as they are described by current literature sources and publications. The strategy can be considered as a vision, which aims to highlight the essential issues and context, ena-bling the company to develop and manage the future (Hakanen 2004: 15). More pre-cisely, the strategy gives consistency and illustrates the company‟s choice of marketing position (Kehusmaa 2010: 13-14). The model for social media posts processing can be used as a guideline to form a social media strategy for a specific company.
5
Method and Material
This section outlines the research methods used in the study. The Thesis was conduct-ed by using qualitative methods, with the case study research usconduct-ed as a main method for data collection. Case study as a research method is discussed in this section fol-lowed by the description of the data collection. The final part of this section concen-trates on reliability and validity considerations.
5.1 Case Study Research
A research method chosen for the Thesis is the qualitative case study research. The case study research was the most suitable choice, since this Thesis studies social is-sues through interviews in case companies and is based on the knowledge obtained from them. The steps of the qualitative research of this study are shown in Figure 15 (Lodico et al. 2006).
Figure 15. Steps in conducting research in this Thesis.
1. Identifying a research topic of
focus
2. Conducting
review
of literature
3. Defining the role of
researcher
4. Selecting participants
5. Case interviews
6. Current State Analysis and
Initial Proposed Model
7. Expert Interviews
Figure 15 illustrated the consequence of steps in this study. The first step for this qualitative research is to identifying a research topic of focus. The focus of this Thesis is narrowed down to a problem of processing social media posts through contact cen-ters. The researcher is an employee of Genesys Telecommunication Laboratories, and therefore, she has practical experience in contact center services. Processing social media posts through contact centers was formulates as the topic of this Thesis, when this study was done, in spring 2011.
The second step was to conduct a literature review. In this Thesis, the literature review concerned social media and contact center overviews, as well as the balance scorecard strategy model. The third step defines a degree which the researcher is involved with participants. The role of the researcher varies depending on the research material. A researcher may have different roles with the interviewees. For the interviewees in this research, the researcher plaed three main roles; she was either a stranger, or an acquaintance, or a colleague.
In the fourth stage of this research, the companies were asked to take part in the in-terviews, and the interview questions were composed. In the sixth step, the data col-lection was conducted based on the interviews. The interviews were conducted as semi-structured interviews (Tuomi and Sarajärvi 2006: 77). The interview data were analyzed, and the first, initial model was formed. The initial model was then reviewed in the second round of interviews and, based on the reviews of the initial model, the final proposed model was formulated.
5.2 Data Collection
In addition to the case study method, other methods were used for the data collection, thus forming a triangulation of methods. During the research, it became obvious that social media is a very new phenomenon, and the interviewed companies are still look-ing for the right approaches. To improve the accuracy of data and complement infor-mation with other sources, the triangulation method was utilized in this study. Figure 16 shows how triangulation was applied in this research.
Figure 16. Triangulation of research methods.
Triangulation, illustrated in Figure 16, means having three different perspectives on the research topic. In this study, literature review of strategy models for social media and background research gives the first perspective. This Thesis literature review helped to formulate a strategy model and steps in forming the strategy. After collecting infor-mation from the literature review, several case companies were interviewed as the research part of the study. These companies operate in a variety of industries; there-fore, they were divided into the following three groups: business to business (B2B), business to consumer (B2C) and the public sector companies. A similarity in all the interviewed companies is that they all need to listen to social media or even actively discuss issues there. These companies are not customers of Genesys; they have their own customer services. The interviews with these companies bring a second prospec-tive to the study and the initial proposals.
The third prospect in triangulation comes from a partner of Genesys and another con-tact center solution producer. In these interviews, a discussion based on the evaluation of the initial proposal was conducted. As a result, the final proposal takes into consid-eration the finding from all these three perspectives.
1. Strategy models for social media 2. Case interviews DATA COLLECTION 3. Experts Interviews
The three prospective of the triangulation were implemented to improve the reliability of this study.
5.3 Reliability and Validity Considerations
Reliability “generally considers weather a research instrument is neutral in its effect and consistent across multiple occasions of its use. This is frequently translated as the question „Would the research instrument produce the same result on different occa-sions?” (Denscombe 2010:298).
A research instrument of the study is an interview. Three out of seven case interviews were conducted as telephone interviews. The other five interviews were conducted as face-to-face interviews; and one interview was broadcasted by YLE Radio 1. This inter-view is recorded and the podcast is published in the YLE Areena publications (Lahtinen 2010).
It is well known that telephone interview differs from a face-to-face interview, which can affect, to some extent, its reliability. The telephone interview may decrease a re-spondent's time and effort to answer, and consequently, a quality of interviews might decline. In a face-to-face interview, an interviewee usually thinks carefully, due to the time and effort she or he has donated to the interview, in comparison with a typical telephone interview (Holbrook. et al 2003: 83). In a face-to-face conversation, a re-searcher has a possibility to collect data also by interpreting nonverbal communication (Holbrook et al. 2003: 83). A second negative aspect of the telephone interview is the discomfort of silence. Therefore, the interviewers may feel pressure to move telephone interviews along more quickly than they would do, if conducted as a face-to-face inter-view. Also, an interruption of an interview is easier with telephone interviewee (Holbrook et al. 2003: 83). A third disadvantage of a telephone interview is multitask-ing. During the interview, the interviewee can watch TV or read emails, and therefore, the interviewee does not pay enough attention to the questions. In a face-to-face in-terview, the interviewer can sense the absence of attention on the interviewee‟s side, which is far more difficult in a telephone interview (Holbrook et al. 2003: 84).
